1. Chapter 17
Leadership
© 2007 Prentice Hall, Inc. All rights reserved.

2. L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.
Who Are Leaders and What Is Leadership
Define leaders and leadership.
Explain why managers should be leaders.
Early Leadership Theories
Discuss what research has shown about leadership traits.
Contrast the findings of the four behavioral leadership theories.
Explain the dual nature of a leader’s behavior.
© 2007 Prentice Hall, Inc. All rights reserved.

3. L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter.
Contingency Theories of Leadership
Explain how Fiedler’s theory of leadership is a contingency model.
Contrast situational leadership theory and the leader participation model.
Discuss how path-goal theory explains leadership.
Contemporary Views on Leadership
Differentiate between transactional and transformational leaders.
Describe charismatic and visionary leadership.
Discuss what team leadership involves.
© 2007 Prentice Hall, Inc. All rights reserved.

4. L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter.
Leadership Issues in the Twenty-First Century
Tell the five sources of a leader’s power.
Discuss the issues today’s leaders face.
Explain why leadership is sometimes irrelevant.
© 2007 Prentice Hall, Inc. All rights reserved.

5. Leaders and Leadership
Leader – Someone who can influence others and who has managerial authority
Leadership – What leaders do; the process of influencing a group to achieve goals
Ideally, all managers should be leaders
Leadership research has tried to answer: What is an effective leader?
© 2007 Prentice Hall, Inc. All rights reserved.

6. Early Leadership Theories
Trait Theories (1920s-30s)
Research focused on identifying personal characteristics that differentiated leaders from nonleaders was unsuccessful.
Later research on the leadership process identified seven traits associated with successful leadership:
Drive, the desire to lead, honesty and integrity, self-confidence, intelligence, job-relevant knowledge, and extraversion.
© 2007 Prentice Hall, Inc. All rights reserved.

7. Early Leadership Theories (cont’d)
Behavioral Theories
University of Iowa Studies (Kurt Lewin)
Identified three leadership styles:
Autocratic style: centralized authority, low participation
Democratic style: involvement, high participation, feedback
Laissez faire style: hands-off management
Research findings: mixed results
No specific style was consistently better for producing better performance
Employees were more satisfied under a democratic leader than an autocratic leader.
© 2007 Prentice Hall, Inc. All rights reserved.

8. Early Leadership Theories (cont’d)
Behavioral Theories (cont’d)
University of Michigan Studies
Identified two dimensions of leader behavior
Employee oriented: emphasizing personal relationships
Production oriented: emphasizing task accomplishment
Research findings:
Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction.
© 2007 Prentice Hall, Inc. All rights reserved.

9. The Managerial Grid Managerial Grid
Appraises leadership styles using two dimensions:
Concern for people
Concern for production
Places managerial styles in five categories:
Impoverished management
Task management
Middle-of-the-road management
Country club management
Team management
© 2007 Prentice Hall, Inc. All rights reserved.

10. Exhibit 17–3 The Managerial Grid
Source: Reprinted by permission of Harvard Business Review. An exhibit from “Breakthrough in Organization Development” by Robert R. Blake, Jane S. Mouton, Louis B. Barnes, and Larry E. Greiner, November–December 1964, p Copyright © 1964 by the President and Fellows of Harvard College. All rights reserved.
© 2007 Prentice Hall, Inc. All rights reserved.

11. Contingency Theories of Leadership
The Fiedler Model (cont’d)
Proposes that effective group performance depends upon the proper match between the leader’s style of interacting with followers and the degree to which the situation allows the leader to control and influence.
Assumptions:
A certain leadership style should be most effective in different types of situations.
Leaders do not readily change leadership styles.
Matching the leader to the situation or changing the situation to make it favorable to the leader is required.
© 2007 Prentice Hall, Inc. All rights reserved.

12. Contingency Theories… (cont’d)
The Fiedler Model (cont’d)
Least-preferred co-worker (LPC) questionnaire
Determines leadership style by measuring responses to 18 pairs of contrasting adjectives.
High score: a relationship-oriented leadership style
Low score: a task-oriented leadership style
Situational factors in matching leader to the situation:
Leader-member relations
Task structure
Position power
© 2007 Prentice Hall, Inc. All rights reserved.

13. Exhibit 17–4 Findings of the Fiedler Model
© 2007 Prentice Hall, Inc. All rights reserved.

14. Contemporary Views on Leadership
Transactional Leadership
Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.
Transformational Leadership
Leaders who inspire followers to transcend their own self-interests for the good of the organization by clarifying role and task requirements.
Leaders who also are capable of having a profound and extraordinary effect on their followers.
© 2007 Prentice Hall, Inc. All rights reserved.

15. Contemporary Views…(cont’d)
Charismatic Leadership
An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways.
Characteristics of charismatic leaders:
Have a vision.
Are able to articulate the vision.
Are willing to take risks to achieve the vision.
Are sensitive to the environment and follower needs.
Exhibit behaviors that are out of the ordinary.
© 2007 Prentice Hall, Inc. All rights reserved.

16. Contemporary Views…(cont’d)
Visionary Leadership
A leader who creates and articulates a realistic, credible, and attractive vision of the future that improves upon the present situation.
Visionary leaders have the ability to:
Explain the vision to others.
Express the vision not just verbally but through behavior.
Extend or apply the vision to different leadership contexts.
© 2007 Prentice Hall, Inc. All rights reserved.

17. Contemporary Views…(cont’d)
Team Leadership Characteristics
Having patience to share information
Being able to trust others and to give up authority
Understanding when to intervene
Team Leader’s Job
Managing the team’s external boundary
Facilitating the team process
Coaching, facilitating, handling disciplinary problems, reviewing team and individual performance, training, and communication
© 2007 Prentice Hall, Inc. All rights reserved.

18. Exhibit 17–8 Specific Team Leadership Roles
© 2007 Prentice Hall, Inc. All rights reserved.

19. Leadership Issues in the 21st Century
Managing Power
Legitimate power
The power a leader has as a result of his or her position.
Coercive power
The power a leader has to punish or control.
Reward power
The power to give positive benefits or rewards.
Expert power
The influence a leader can exert as a result of his or her expertise, skills, or knowledge.
Referent power
The power of a leader that arise because of a person’s desirable resources or admired personal traits.
© 2007 Prentice Hall, Inc. All rights reserved.

20. Developing Credibility and Trust
Credibility (of a Leader)
The assessment of a leader’s honesty, competence, and ability to inspire by his or her followers
Trust
Is the belief of followers and others in the integrity, character, and ability of a leader.
Dimensions of trust: integrity, competence, consistency, loyalty, and openness.
Is related to increases in job performance, organizational citizenship behaviors, job satisfaction, and organization commitment.
© 2007 Prentice Hall, Inc. All rights reserved.

21. Exhibit 17–9 Suggestions for Building Trust
Practice openness.
Be fair.
Speak your feelings.
Tell the truth.
Show consistency.
Fulfill your promises.
Maintain confidences.
Demonstrate competence.
© 2007 Prentice Hall, Inc. All rights reserved.

22. Empowering Employees Empowerment
Involves increasing the decision-making discretion of workers such that teams can make key operating decisions in develop budgets, scheduling workloads, controlling inventories, and solving quality problems.
Why empower employees?
Quicker responses problems and faster decisions.
Addresses the problem of increased spans of control in relieving managers to work on other problems.
© 2007 Prentice Hall, Inc. All rights reserved.

23. Gender Differences and Leadership
Research Findings
Males and females use different styles:
Women tend to adopt a more democratic or participative style unless in a male-dominated job.
Women tend to use transformational leadership.
Men tend to use transactional leadership.
© 2007 Prentice Hall, Inc. All rights reserved.

24. Exhibit 17–11 Where Female Managers Do Better: A Scorecard
Source: R. Sharpe, “As Leaders, Women Rule,” BusinessWeek, November , p. 75.
© 2007 Prentice Hall, Inc. All rights reserved.

25. Basics of Leadership Give people a reason to come to work.
Be loyal to the organization’s people
Spend time with people who do the real work of the organization.
Be more open and more candid about what business practices are acceptable and proper and how the unacceptable ones should be fixed.
© 2007 Prentice Hall, Inc. All rights reserved.

26. Terms to Know leader leadership behavioral theories autocratic style
democratic style
laissez-faire style
initiating structure
consideration
high-high leader
managerial grid
Fiedler contingency model
least-preferred co-worker (LPC) questionnaire
leader-member relations
task structure
position power
situational leadership theory (SLT)
readiness
leader participation model
path-goal theory
transactional leaders
© 2007 Prentice Hall, Inc. All rights reserved.

27. Terms to Know (cont’d) transformational leaders charismatic leader
visionary leadership
legitimate power
coercive power
reward power
expert power
referent power
credibility
trust
empowerment
© 2007 Prentice Hall, Inc. All rights reserved.